Google 's An Innovative Company

In the Apology of Socrates and Hebrew Bible, there are different structures of authority – the way the system works; people live their lives, or how they view their world. The Greek gods and the Hebrew God shape these people’s views and give them a sense of authority. The structures of authority evidently show in the Apology of Socrates while Socrates defends himself in court, and in the books of the Bible when the Jews follow God and how they judge others. Although the Athenians’ and Jews’ lives contrast sharply, the ways they devote themselves to their Gods is similar.

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Day of the Dead Day of the Dead is a Mexican holiday to honor and remember the loved ones who have passed away. Day of the Dead or Dia de los Muertos is celebrated on October 31 through November 2 and is Mexico’s most important holiday. They spend a lot of money and time in celebrating this than any other holiday. Day of the Dead can be celebrated in either public or private places. Some celebrations in the public happen on the streets or parades.

Google, Inc. is a corporation that is known for innovation and amazing leadership practices. Google’s greatest innovation may actually be its managerial practice. Google is not led by a single CEO, but by a team that gives it immense strategic and management strength. (Nussbaum, n.d.) Engineers at Google are able to work on their ongoing projects 4 days out of the 5 day work week, and one day a week is designated for potential ideas of their own choice. (Sawyer, 2009) Google has innovation reviews, where each executive presents the most promising ideas from within his own division. The CEO is at these innovation reviews to listen to these innovative ideas. Another way to ensure that some of these ideas have the opportunity to be developed is to allow the engineers to work on these ideas for more than one day a week and in some cases full time. Allowing time to be creative and develop ideas is embracing the art of innovation and

Google’s organizational structure, like Zappos, is flat with low levels of management. Google encourages employees to take initiative without needing approval from multiple levels of managers. To inspire the spirit of innovation in its employees, Google came up with the 70-20-10 rule. Frenz (2013) states, “They have the freedom to spend 70 percent of their time on current assignments, 20 percent on related projects of their choosing, and 10 percent on new projects in any area they desire.” Employees have the freedom to set their own goals and change

Google represents a company that has relied on innovation to drive success. Innovation is an essential part of the corporate culture (Nussbaum, 2011). The company has built its innovation capabilities on the eight pillars of innovation that help foster this practice and make it an integral part of the organizational culture (Wojcicki, n.d.).Gregersen and Dyer (2012) note that having innovative senior management is a critical component of having a strong innovative culture in an organization. The company fosters innovation by providing the resources (especially time) to its employees to pursue their own projects, trusting that these projects will be more creative than if the company directed the process centrally. This approach has delivered the company a stock price of $700 and an EPS of $31.92 (MSN Moneycentral, 2012).

There are very few companies in the world that are successful in two realms: its personnel realm and the business realm. It has become common knowledge that Google’s employees love working at Google. They don’t simply like it, they love it. Many of Google’s employees are computer programmers and coders, and it takes more than money to both motivate them and keep them content. Google’s original “campus” in Mountain View, California, otherwise known as GooglePlex, offers employees everything they may need or want – and more – leaving them with little reason to go home at all. It is abundantly clear that this costly approach has paid huge dividends to Google.

The strategy of focusing on getting information to millions of people internationally is the foundation of Google. Another strategy in which Google is unique is their culture. Google creates an atmosphere of creativity, teamwork and brainstorming which has helped win them a spot in the top 10 of Fortune magazine’s best companies in which to work.

Google is not considered a ‘top-down’ organization. Employees prefer to be mentored, rather managed. It is important to the employees they are free to be creative and innovative in the work they do without criticism or micro management. The concept of having meetings to discuss ideas instead of making decisions has been another success for Google.

Today, Google, Inc. is worth more than General Motors, McDonald's and Disney combined, and the company continues to model the way in the global technology industry in which it competes. In fact, the company's name has become a verb and it is common practice for consumers to "Google" what they want to find online. To determine how Google, Inc. reached this dazzling level of performance in a relatively short period of time, this paper provides an analysis of the three external environments in which Google competes, the general environment, the industry environment and the competitor environment. Next, a discussion of two specific strategic issues as well as opportunities and threats that are facing Google, Inc. is followed by a summary of the research and important findings in the conclusion.

This essay is a discussion around Google’s innovative strategies looking at the innovation process, business model and the infrastructure they have built in order to test and deliver innovative products to their users.

The Google case is predicated on strategic management decisions based on the company’s resources, organizational goals, and the competitors market. These decisions are necessary and important for creating growth and increasing market share within the alignment and scope of the company’s vision. “Value creating growth is the strategic challenge, and to succeed, companies must be good at developing new, potentially disruptive businesses” (Rappaport, 2006). With this in mind, Google is trying to decide whether to venture into new markets such as: e-commerce, the portal

Google has a unique approach of keeping an effective organization culture by keeping innovation running and going through employee empowerment. According to an article from Forbes, Google’s secrets are empowering employees and creating as many channels as they can in order for manifestation, distinguishing different people and ideas (Google 's Secrets of Innovation, 2013). Furthermore, in order to create a strong culture Google has an open culture where employees have the ability to directly email the company leaders. Hence, Google enriches their innovative leadership by enhancing the ability to encourage interactions between top leaders and subordinates. Another fascinating channel Google uses to boost company culture is through Google Cafes. Typically, when employees have a place, topic and motive new ideas spur and innovative interactions are stimulating. Secondly, Google’s management system and their eight pillars of innovation has lead them to maximize their full

As a business I have admire Google’s performance this company has its unique organisational culture

This allows Google to create a large volume of new ideas and innovations, any engineer in Google could freely work across teams to create a new product or feature without transferring to the specific department. An evidence shows that “more than 50 new products resulted from Google engineers‟ 20% time investments- accounting for half of all new products and features(including Gmail, AdSense, and Google News)developed during that period” (Lyer & Davenport 2008 pp.64). The reason Google invested substantively to create such an innovation ecosystem is due to the highly competitive market and Google‟s ambitious mission. As a young internet-based company, Google‟s leaders realized that without enough innovation, it is extremely hard to compete with companies such as Microsoft and IBM, after Google‟s Online search engine became its solid and profitable infrastructure, Google is not satisfied of what this backbone has brought to itself anymore. Thus, leaders of Google pay much attention to their ultimate mission, organizing the world 's information and making it universally accessible and useful. It is a such imperial goal that could take Google over hundred years of time to achieve it, but the leaders of Google are strategically patient, as CEO Eric Schmidt said at 2007 Bear Stearns conference: